teleom revised ppt-02.08.14

8/11/2019 Teleom Revised Ppt-02.08.14

1/35

Indian

Telecommunication

Sector

JULY 2014


2/35

2

Presentation Plan

1

5

Telecom Industry Overview

Emerging Trends in Telecom Market

3 Regulatory Framework and Its Impact

4

Telecom Investment Attracting Sector2

Major Players in Telecom Sector

6 Growth Avenues

Dr. Gajender Sharma

7 Limitations and Concern Areas


3/35

3

Presentation Plan

1

5




4



6 Growth Avenues

Dr. Gajender Sharma


4/35

Indian Telecom Industry

In the world :

Second largest network ( Telephone users fixed & mobile)

It has the lowest call tariffs Third largest Internet user-base

Cheapest mobile hand set

Most affordable colour phone

The fastest sale of mobile phones per week

Dr. Gajender Sharma 4


5/35

5

9 10 1115

20

43

0

10

20

30

40

50

2002-03 2003-04 2004-05 2005-06 2006-07 .. . 2009-10

Revenues(US

Db

illion)

Revenues of Indian Telecom Industry: (USD billion)

Telecom ServicesIndia

The Indian telecom services can be divided into basic, mobile and Internet

services. The growth witnessed in the mobile services and Internet services

segments was higher as compared to basic services and radio paging services.

Registered anannual growth of 33percent in 200607

The Indian telecom market generated revenues of approximately USD 20 billion in

2006

07. It registered a CAGR of approximately 22 percent from 2002

03 to 2006

07. The CAGR from 200607 to 200914 is expected to stabilise at 21 percent.

Telephon y services (mo bi le and basic) and Internet services

dom inate the Ind ian telecom services

Dr. Gajender Sharma


6/35

6

Pr ivate players accoun t for hig hest subs cr iber base grow th in the

basic te lepho ny serv ices segment

Basic Services

80%

9% 11%

74%

8%18%

0%

20%

40%

60%

80%100%

BSNL MTNL Other Private Players

As of 31 March 2005 As of 31 March 2006

Market Share* of Basic Service Operators in

India

Basic services include fixedwireline and wireless in local loop(WLL-fixed).

Fixed wireline services hold amajor market share of 83 percentin basic services.

BSNL and MTNL are marketleaders in this segment.

Although, government-ownedBSNL dominates the segment interms of subscriber base andmarket share, private playershave registered a notable growth.

WLL (F)

17%

Fixed83%

Market Share* of Basic Services Segments in

India

* In terms of Subscriber Base

Dr. Gajender Sharma


7/35

New Telecom Policy: FacilitatingPrivatization and Growth

Achieve telecom coverage of all villages in the country and providereliable media to all exchanges by the year 2002.

Provide Internet access to all district head quarters by the year 2000

The policy envisions providing secure, reliable, affordable and highquality converged telecommunication services anytime, anywhere

Increase rural tele density from the current level of around 39 to 70 bythe year 2017 and 100 by the year 2020

Broadband 'BroadbandFor All

Convergence of Network, Services and Devices Consumer Focus - Achieve One Nation - Full Mobile Number

Portability and work towards One Nation - Free Roaming



8/35

8

The emergence of private players and new technologies have provided a strong

impetus to the growth of Internet and broadband services. The quality and

penetration of these services have undergone changes, with significant

improvement in the telecom infrastructure.The Internet subscriber base

registered a CAGR of 60 percent for the period 199798 to 200614

Others, 14.0%

MTNL, 19.0%

BSNL, 45.2%

Bharti Airtel,

6.8%

Reliance,

6.1%

Sify, 8.9%

Market Share of Top Five Internet Service

Providers (as of quarter ending March 2007)

0.140.28

0.95

3.043.42

3.64

4.55

5.55

6.94

9.27

0

2

4

6

8

10

19

9798

19

9899

19

9900

20

0001

20

0102

20

0303

20

0304

20

0405

20

0506

20

0607

InternetSubscribers(Inmillion)

Internet Subscribers

BSNL and MTNL caters to more than two-thirds of Internet subscribers in India.

Private players are catching up fast due to increased penetration of Internet and

broadband services in India.

The telecom market will experience high penetration of Internet services with the

support from government policies and introduction of novel technologies in

India.

Bro adband s ervices to dr iv e Internet penetrat ion in Ind ia

India had 2.52 million broadband connections at the end of June 2007.

Dr. Gajender Sharma


9/35

9

Presentation Plan

1

5




4



6 Growth Avenues

Telecom Handset Market

Dr. Gajender Sharma


10/35

10

Ind ian telecom handset market boomin g along with m obi le

serv ices indu stry

1,6101,966

3,231

4,750

0

1,000

2,000

3,000

4,000

5,000

200304 200405 200506 200607

USD

Million

Mobile Handsets Market in India The Indian handset market grew at a phenomenal rate in 2006

with the sale of approximately 3035 million handsets. It is

estimated that by 2011, sales of mobile handsets will reach150 million units.

Competitive pricing has triggered the growth of coloured

handsets, which accounted for 65 percent of the market in

2006; whereas, the share of monochrome handsets has

declined to 35 percent.

Mobile phones are available at prices as low as USD 2835.

Camera phones currently occupy 15 percent of the sales

volume.

ZTE

4%

Nokia

53%

Motorola

11%

LG

11%

Sony Ericsson

6%

Huaw ei

1%Haier

1%

Samsung

6%

Others

7%

The CDMA category is growing faster than the GSM

category. It captured 25 percent of the market volume in

200506 as against a 20.5 percent share in the

previous year.

Market Share of GSM and CDMA Handset

Manufacturers: 200607

Overall, Nokia has a market share of 53 percent; it

dominates the GSM mobile handsets with a market

share of approximately 73 percent.

LG dominates in the CDMA handsets market with a

market share of 60 percent.

Dr. Gajender Sharma


11/35

11

Presentation Plan

1

5




4



6 Growth Avenues

Dr. Gajender Sharma


12/35

12

Ski l led and c ompet i tive labou r force

Fif th largest telecom network in the wor ld; secon d largest amo ng emerging

econom ies after China

On an average, abou t 67 mi l l ion new u sers added per mo nth, making India

the worlds fastest growing wireless services market

Liberal Foreign Investment RegimeFDI l imit in creased from 49 percent to 74

percent; the rural telecom equipm ent market is also o pen to large

investments

Among the countr ies of fer ing the highest rates of return o n investment

The large untapped potential in Indias rural markets

1.9 percent teledens ityin rural markets as compared to the nat ional level of 18 percent

The gov ernment prom ot ing te lecom manufactur ing by p rovid ing tax sops

and establ ish ing telecom speci f ic Special Economic Zones

Ind ia: An Ideal Dest inat ion fo r Investments in Telecom Sector

Dr. Gajender Sharma


13/35

13

225.21

206140.3

98.47653

19.9

5.1

7.0

9.1

12.8

18.3

0

50

100

150

200

250

200203 200304 200405 200506 200607 200708 (as

of June

2007)

Su

bscribers(inmillion)

0

4

8

12

16

20

24

Teledensity(inpercent)

Telecom Subscriber Base Teledensity

Increasing mo bi le subsc r iber numbers and low level of te ledensi ty

of fers large opp or tuni t ies to Indian comp anies

Even though the Indian telecom industry has exceeded a subscriber base of

200 million, its teledensity is only 18 percent. Thus, the Indian market

provides telecom service providers with a large untapped potential due to the

countrysincreasing population and its low teledensity.

Large number of additions

in telecom subscribers

Low teledensity (depicting

large untapped potential)

Telecom

Advantage

Dr. Gajender Sharma


14/35

14

Presentation Plan

1

5



3 Regulatory Framework and its Impact

4



6 Growth Avenues

Dr. Gajender Sharma


15/35

15

Presentation Plan

1

5




4



6 Growth Avenues

Dr. Gajender Sharma


16/35

16

Vodafone purchased stake in Hutchfrom Hong Kong's HutchisonTelecom International for USD11.08 billion.

Telekom Malaysia acquired a 49percent stake in SpiceCommunications for USD 179million.

Maxis Communications acquired a74 percent stake in Aircel for USD1.08 billion.

Ericsson to design, plan, deploy andmanage Bharti Airtel network andfacilitate their expansion in the ruralareas, under a USD 2 billioncontract.

116 129

680

521

100

300

500

700

200304 200405 200506 200607

FDI(USD

million

Recent Deals in Telecom Sector

FDI in Telecom Sector

The Indian telecom industry has always attracted foreign

investors. In fact, the cumulative FDI inflow, during the August

1991 to March 2007 period, in the telecommunication sector

amounted to USD 3,892 million. It is the third largest sector to

attract FDI in India in the post-liberalisation era.

FDI calculation takes into account radio paging, cellular mobile

and basic telephone services in the telecommunication sector.

FDI and oth er M&A act ivi t ies increasing in n umber

Reliance Communications Limited has sold a five percentequity share capital of its subsidiary Reliance TelecomInfrastructure Limited to international investors across theUS, Europe and Asia. The deal was worth USD 337.5million.

The Indian telecom industry has a 74 percent FDI limit in thetelecom services segment.

The GoI has permitted 100 percent FDI in manufacturing of

telecom equipment in India.

Major trends in the telecom sector is increasing M&A activity, de-regulation of telecom policies and growing

interest of international investors.

Dr. Gajender Sharma
http://en.wikipedia.org/wiki/Image:VodafoneNewLogo.jpg


17/35


AIRTEL: Sunil Bharti Mittal

Born 23 October 1957, an Indian telecommogul, philanthropist and the founder, chairman andGroup CEOof Bharti Enterprises.

The US$ 8.3 billion turnover company runs India'slargest GSM-based mobile phoneservice and world's fifthlargest wireless company with over 190 million customersacross 19 countries in Asia and Africa.

He was awarded the Padma Bhushan, India's third highestcivilian honor.
http://en.wikipedia.org/wiki/Business_magnatehttp://en.wikipedia.org/wiki/Business_magnatehttp://en.wikipedia.org/wiki/Philanthropisthttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Bharti_Enterpriseshttp://en.wikipedia.org/wiki/1,000,000,000_(number)http://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Padma_Bhushanhttp://en.wikipedia.org/wiki/Padma_Bhushanhttp://en.wikipedia.org/wiki/Padma_Bhushanhttp://en.wikipedia.org/wiki/Padma_Bhushanhttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/Mobile_phonehttp://en.wikipedia.org/wiki/GSMhttp://en.wikipedia.org/wiki/1,000,000,000_(number)http://en.wikipedia.org/wiki/Bharti_Enterpriseshttp://en.wikipedia.org/wiki/Bharti_Enterpriseshttp://en.wikipedia.org/wiki/Bharti_Enterpriseshttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Chairmanhttp://en.wikipedia.org/wiki/Philanthropisthttp://en.wikipedia.org/wiki/Business_magnatehttp://en.wikipedia.org/wiki/Business_magnatehttp://en.wikipedia.org/wiki/Business_magnate


18/35

18

The $9-billion acquisition of Zain Africa transformed Airtel as the fifth largest mobileoperator in the world, with a footprint in 19 countries.

The bad news from Africa - both on costs and timelines - has come as a bigger

surprise owing to poor work culture, import constraints, logistical systems, andDistribution and marketing networks are being overhauled.

Congested network and call drops have been a recurring problem in Africa.

Attempts to recoup losses comprise efforts to restructure planning, people,

st reaml in ing process, bet ter custom er management and d eveloping bet tercon nect iv i ty and logist ics s ystems.

AIRTEL : facing rough weather

Dr. Gajender Sharma


19/35

19

Vodafone, based in the UK, was the world's largest mobile communications company

by revenue.Vodafone operated in Europe, the Middle East, Africa, Asia Pacific, andthe US..

Vodafone wasn't the only company eyeing HEL. The fast growth of the Indian mobilemarket coupled with a relatively low penetration level made it a very lucrative market.

As GOI allowed only 74% of FDI into the sector, Vodafone signed a shareholder

agreement in 2007 with its Indian partner, Essar, according to which Vodafone wouldhold a 52% and Essar would continue to hold a 33% stake.

Vodafone planned to bring world class branding to India, and launched the 3Gservice in the Indian market. Rather than using the 3G services as a premiumproduct it wanted to take 3G to the rural areas as well.

The strengths of Vodafone include great connectivity, efficient value added

services, 3 G and Wi/ fi services and several facilities and plan and options for

telecom customers.

VODAFONE HUTCH MERGER

Dr. Gajender Sharma


20/35


Vodafone-Hutchison Tax Case

Vodafone was embroiled in a $2.5 billion tax dispute with the Indian Income TaxDepartment over its purchase of Hutchison Essar Telecom services in April 2007.

It was being alleged by the Indian Tax authorities that the transaction involvedpurchase of assets of an Indian Company, and therefore the transaction, or partthereof was liable to be taxed in India.

The crux of the dispute had been whether or not the Indian Income Tax Departmenthas jurisdiction over the transaction. Vodafone had maintained from the outset that itis not liable to pay tax in India; and even if tax were somehow payable, then itshould be Hutchison to bear the tax liability.

In January 2012, the Indian Supreme Court passed the judgement in favour ofVodafone, saying that the Indian Income tax department had "no jurisdiction" to levytax on overseas transaction between companies incorporated outside India.

However, Indian government thinks otherwise.
http://en.wikipedia.org/wiki/Indian_Supreme_Courthttp://en.wikipedia.org/wiki/Indian_Supreme_Courthttp://en.wikipedia.org/wiki/Indian_Supreme_Courthttp://en.wikipedia.org/wiki/Indian_Supreme_Courthttp://en.wikipedia.org/wiki/Indian_Supreme_Courthttp://en.wikipedia.org/wiki/Indian_Supreme_Court


21/35

21

Presentation Plan

1

5




4



6 Growth Avenues

Dr. Gajender Sharma


22/35

22

Basic Services Operators

BSNL

MTNL

Major Players in dif ferent segments of Indian telecom in du stry

Reliance

TTSL

GSM Services Operators

Airtel

Vodafone

Idea

Reliance

TTSL

BSNL

CDMA Services Operators

Reliance

Internet Services Operators

BSNL

MTNL

Reliance

TTSL

BSNL

Airtel

TTSLTata Teleservices Ltd.

MOBILE SERVICES

BSNL Bharat Sanchar Nigam Ltd.

MTNL Mahanagar Telecom Nigam Ltd.

Dr. Gajender Sharma
http://en.wikipedia.org/wiki/Image:VodafoneNewLogo.jpg


23/35

23

Presentation Plan

1

5



3 Regulatory Framework and its Impact

4



6 Growth Avenues

Dr. Gajender Sharma

7 Limitations and Concern Areas


24/35

24

Ind ia presents a ho st of o ppo r tuni t ies for te lecom com panies

To reduce their network deployment costs, many service providers are consideringinfrastructure sharing offers the following advantages:

Improved service quality

Increased affordability for customers

Faster roll out of services in rural and remote areas

Significant reduction in initial set up costs

Increased environmental aesthetics

Lower operating costs for service providers

Managed servicesis another segment that is attracting telecom companies.

On account of the rapidly growing subscriber base, service providers find it difficult

to manage their infrastructure and network management operations. In such

cases, they completely or partially outsource their infrastructure or network

management operations.

Virtual Private Networkis a private data network

that provides connectivity within closed user groups via

public telecommunication infrastructure.Competition is

likely to heat up in the VPN segment as DoT has

relaxed the norms for private players.

Enterprise Telecom Servicesincludes key

services, such as voice over Internet protocol (VoIP),

dedicated telecom communication systems, IT

infrastructure enabled unified communication services,

etc. Telecom service providers are increasingly targeting

enterprises by providing dedicated services and is

expected to witness major developments in near future.

Growth

Avenues

InfrastructureSharing Managed

Services

Virtual PrivateNetwork

EnterpriseTelecomServices3G

WiMax

Value-AddedServices

RuralTelephony

Dr. Gajender Sharma


25/35


CONSTRAINTS, HURDLES, AND CHALLENGES

IN THE GLOBAL AND INDIAN TELECOM SECTOR


26/35

INDIAN TELECOM SECTOR: FINANCIAL CRUNCH

One of the most fragmented telecom market- 13 players competing

Firms face an unusual dilemma as they need to invest cash continuously inspectrum and data capacity, but cash generation is limited becauseEBITDA margins are shrinking.

EBITDA Margins in India one of the lowest at 35%, as against 40% in

China and 54% in Indonesia respectively.

Wireless penetration is amongst the lowest in Asia pacific, where inMalaysia, Indonesia, and Thailand the wireless penetration is above 100%,but In India it stands at less than 80%

The ARPU is one of the lowest in Asia, with Japan, Australia, Malaysia,and China well ahead in the race.

Recently, India's capex/revenue ratio has dropped to below 10% ,(20% is the norm for telecom sector), which is low in the midst of 3G rollout,


27/35

INDIAN TELECOM SECTOR: FINANCIAL CRUNCH

Telecom Firms like Bharti Airtel, Reliance Communications, Aircel are saddled with

huge debts, and Indian companies have spent around $15 billion to buy 3G andbroadband wireless spectrum and must invest continuously to ensure a decentreturn.

The telecom firms need to generate cash through several other avenues to keepretiring debt and earmark funds for spectrum allocation. Also, look at a blend ofcostreduction to squeeze out cash from the business and equity sales either intheir operation or ancillary businesses to free up cash for investment.

The uncertainty over extension of licence and the pricing of spectrum are sucha big overhang, and therefore investment plans are on hold.

Most telecom firms like Aircel, RCOM are selling off excess capacity to otherrivals to generate funds and reduce the debt burden.


28/35

INDIAN TELECOM SECTOR: POSITIVE OUTLOOK

Although, bigger firms are struggling due to liquidity overhang, the smallercompanies like Uninor and MTS ARE financially strong operators - find it attractive

to buy out one of the larger operators (M&As) instead of going for a greenfield rollout

Companies, meanwhile, are looking for new growth avenues. Vodafone recentlystarted a mobile money transfer scheme called M-Pesa partnering with ICICI Bankinthe east.

India has about 867 million wireless subscribers of which about 83% are active. Sothere are about 500 million people in India who still do not have a mobile phone.

Data-based services still form only about 15% of the overall ARPU compared tomore than 40% in developed countries. So there is clearly a huge opportunity stillleft in India.

The government/ Telecom Commission endorsed raising the FDI cap in Indiantelcos to 100%. Though there are a few hurdles, it might attract foreign players.
http://economictimes.indiatimes.com/icici-bank-ltd/stocks/companyid-9194.cmshttp://economictimes.indiatimes.com/topic/FDIhttp://economictimes.indiatimes.com/topic/FDIhttp://economictimes.indiatimes.com/icici-bank-ltd/stocks/companyid-9194.cmshttp://economictimes.indiatimes.com/icici-bank-ltd/stocks/companyid-9194.cmshttp://economictimes.indiatimes.com/icici-bank-ltd/stocks/companyid-9194.cms


29/35


The 2Gspectrum scam

Involved politicians and government officials in India illegallyundercharging mobile telephony companies for frequencyallocation licenses, which they would then use tocreate 2Gsubscriptions for cell phones.

The shortfall between the money collected and the moneythat the law mandated to be collected is estimated to

be 1,766.45 billion (US$30 billion), as valued bythe Comptroller and Auditor General of India
http://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/Mobile_telephonyhttp://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/2Ghttp://en.wikipedia.org/wiki/Mobile_telephonyhttp://en.wikipedia.org/wiki/Mobile_telephonyhttp://en.wikipedia.org/wiki/Mobile_telephonyhttp://en.wikipedia.org/wiki/2G


30/35


Politicians Accused

Raja: Political party DMK, four times Member of Parliament, presentconstituency Nilgiris, Tamil Nadu,

Allegation In a joint investigation report prepared by Central Bureau ofInvestigation (CBI)and Income Tax Department the agencies allege that A. Raja

could have received 30 billion (US$520 million) as bribe for bringing forward thecut-off date for applications for spectrum from the initial 1 October 2007 to 25September 2008

Pramod Mahajan: CBI decided to include the name of late Pramod Mahajan in aseparate column of the charge sheet to be filed by it soon against three cellular

companies and former officials in connection with alleged irregularities inspectrum allocation during NDA regime causing a loss of Rs 5.08 billion to theexchequer.
http://en.wikipedia.org/wiki/Dravida_Munnetra_Kazhagamhttp://en.wikipedia.org/wiki/Nilgiris_(Lok_Sabha_constituency)http://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Central_Bureau_of_Investigationhttp://en.wikipedia.org/wiki/Nilgiris_(Lok_Sabha_constituency)http://en.wikipedia.org/wiki/Dravida_Munnetra_Kazhagam


31/35


Why RIL-Samsung 4G handset deal failed

Reliance Industries' (RIL's) negotiation with South Korean conglomerateSamsung for developing handsets which can provide voiceon 4G technology have hit a hurdle, with the handset maker unwilling tomatch the price demanded by RIL.

Sources revealed that Reliance Jio Infocomm, an RIL subsidiary, wantsthe handset for Rs 5,000 a piece.

The Korean giant is unwilling to go below Rs 8,500 per handset, and that

too only if RIL agrees to buy over 3 million handsets. Without thatcommitment, Samsung has quoted a price of Rs 11,000 per handset.
http://timesofindia.indiatimes.com/topic/Samsunghttp://timesofindia.indiatimes.com/topic/4Ghttp://economictimes.indiatimes.com/reliance-industries-ltd/stocks/companyid-13215.cmshttp://economictimes.indiatimes.com/reliance-industries-ltd/stocks/companyid-13215.cmshttp://timesofindia.indiatimes.com/topic/4Ghttp://timesofindia.indiatimes.com/topic/4Ghttp://timesofindia.indiatimes.com/topic/Samsung


32/35

Google PhoneGoogle phonemay refer to:

A phone running Google'sAndroidOS

One of the phones of the Google Nexusfamily:

Google Ion, an HTC-manufactured Android developer smartphone,

released May 2009 Nexus One, an HTC-manufactured smartphone, released January

2010

Nexus S, Samsung-manufactured successor to the Nexus One,released December 2010

Galaxy Nexus, Samsung-manufactured successor to the Nexus S,

released November 2011 Nexus 4, LG-manufactured successor to the Galaxy Nexus, released

November 2012

http://en.wikipedia.org/wiki/Android_(operating_system)http://en.wikipedia.org/wiki/Google_Nexushttp://en.wikipedia.org/w/index.php?title=Google_Ion&action=edit&redlink=1http://en.wikipedia.org/wiki/Nexus_Onehttp://en.wikipedia.org/wiki/Nexus_Shttp://en.wikipedia.org/wiki/Galaxy_Nexushttp://en.wikipedia.org/wiki/Nexus_4http://en.wikipedia.org/wiki/Nexus_4http://en.wikipedia.org/wiki/Galaxy_Nexushttp://en.wikipedia.org/wiki/Nexus_Shttp://en.wikipedia.org/wiki/Nexus_Onehttp://en.wikipedia.org/w/index.php?title=Google_Ion&action=edit&redlink=1http://en.wikipedia.org/wiki/Google_Nexushttp://en.wikipedia.org/wiki/Android_(operating_system)


33/35


Steven Paul "Steve" Jobs was an American entrepreneur andinventorwho was the co-founder, chairman, and CEO ofApple Inc.

Jobs also co-founded and served as chief executive of PixarAnimation Studios; he became a member of the board of directorsofThe Walt Disney Companyin 2006, when Disney acquired Pixar.

Through Apple, he was widely recognized as pioneer ofthepersonal computer revolutionand for his influential career in thecomputer and consumer electronics fields, transforming "oneindustry after another, from computers and smartphones to musicand movies...

Steve Jobs revolutionized the Global telecom industry withinnovative mobile devices like I pod. I Phone, and I Pad offeringcontinuous entertainment, connectivity, mobility, portability options
http://en.wikipedia.org/wiki/Entrepreneurhttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/Consumer_electronichttp://en.wikipedia.org/wiki/Consumer_electronichttp://en.wikipedia.org/wiki/Consumer_electronichttp://en.wikipedia.org/wiki/Consumer_electronichttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/History_of_personal_computershttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/The_Walt_Disney_Companyhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Pixarhttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Entrepreneur


34/35


Apple Inc. v. Samsung Electron ics Co., Ltd.was the first of a series ofongoing lawsuits between Apple Inc. and SamsungElectronicsregarding the design of smartphonesand tablet computers.

Apple began litigating against Samsung in patent infringement suits,while Apple and Motorola Mobility were already engaged in a patentwaron several fronts.

Apple's multinational litigation over technology patents became knownas part of the mobile device patent wars: extensive litigation in fiercecompetition in the global market for consumer mobile communications.

By August 2011, Apple and Samsung were litigating 19 ongoing cases in

nine countries. By July 2012, the two companies were still embroiled inmore than 50 lawsuits around the globe. While Apple won a ruling in itsfavor in the U.S., Samsung won rulings in South Korea, Japan, andthe UK.
http://en.wikipedia.org/wiki/Lawsuithttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Smartphonehttp://en.wikipedia.org/wiki/Tablet_computerhttp://en.wikipedia.org/wiki/Patent_infringementhttp://en.wikipedia.org/wiki/Motorola_Mobilityhttp://en.wikipedia.org/wiki/Patent_warhttp://en.wikipedia.org/wiki/Patent_warhttp://en.wikipedia.org/wiki/Patenthttp://en.wikipedia.org/wiki/Mobile_devicehttp://en.wikipedia.org/wiki/Mobile_devicehttp://en.wikipedia.org/wiki/Mobile_devicehttp://en.wikipedia.org/wiki/Mobile_devicehttp://en.wikipedia.org/wiki/Patenthttp://en.wikipedia.org/wiki/Patent_warhttp://en.wikipedia.org/wiki/Patent_warhttp://en.wikipedia.org/wiki/Patent_warhttp://en.wikipedia.org/wiki/Motorola_Mobilityhttp://en.wikipedia.org/wiki/Motorola_Mobilityhttp://en.wikipedia.org/wiki/Motorola_Mobilityhttp://en.wikipedia.org/wiki/Patent_infringementhttp://en.wikipedia.org/wiki/Patent_infringementhttp://en.wikipedia.org/wiki/Patent_infringementhttp://en.wikipedia.org/wiki/Tablet_computerhttp://en.wikipedia.org/wiki/Tablet_computerhttp://en.wikipedia.org/wiki/Tablet_computerhttp://en.wikipedia.org/wiki/Smartphonehttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Samsung_Electronicshttp://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Apple_Inc.http://en.wikipedia.org/wiki/Lawsuit


35/35

Dr Gajender Sharma 36

Take away:Student will be able to understand the basicnitty-gritty of telecom industry in India.Student will be able to understand the telecompolicy.Student will be able to understand variousconcurrent issues related to telecom sector.Students will gain an insight concerning thechallenges and future prospects of the Indian

Telecom Industry

teleom revised ppt-02.08.14

Documents